BRM 2034 RESEARCH METHODOLOGY

TRIMESTER 2, 2014/15 SESSIONS

RESEARCH REPORT
TITLE: EMPLOYEES PERSPECTIVE ON SMART PHONE USE IN
WORKPLACE
PREPARED BY:
STUDENT NAME
TAY WAN ROU
SUELLYA BINTI ANAIK ALI
NUR SALINA BINTI YUSOFF
WAN NURUL AIN BINTI WAN IBRAHIM
THIRUGANESWARY A/P VELOO
THIVYA THARSHINI A/P RAJA KUMARAN

STUDENT ID
1121118786
1121116337
1131121695
1131122338
1112703623
1111113377

SECTION: BO3 A
PREPARED FOR:
DR. MOHD. FAUZI SHAFFIE
REPORT SUBMISSION DATE:
23rd JANUARY 2015

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Table of Contents
I. Abstract.........................................................................................................................................5
II. Acknowledgement.......................................................................................................................6
Chapter 1..........................................................................................................................................7
1.0 Introduction................................................................................................................................7
1.1 Background of Study.............................................................................................................7
1.2 Problem Statement.................................................................................................................8
1.3 Research Questions................................................................................................................9
1.4 Research Objectives.............................................................................................................10
1.5 Significance of Study...........................................................................................................10
1.6 Limitations of Study.............................................................................................................12
1.7 Scope of Study.....................................................................................................................12
1.8 Definition of Terms..............................................................................................................12
1.8.1 Employees Perceived Work Performances...................................................................12
1.8.2 Individual Characteristics..............................................................................................13
1.8.3 Employees Perspective on Smart Phone......................................................................13
1.8.4 Frequency of smart phone use.......................................................................................14
Chapter 2........................................................................................................................................15
2.0 Literature Review....................................................................................................................15
2.1 Issues in Smart Phone Usage at Work Place........................................................................16
2.2 UWYT versus BYOD..........................................................................................................17
2.3 Pros and Cons of BYOD......................................................................................................19
2.4 Independent Variable............................................................................................................20
2.4.1 Relationship to Individuals Characteristics...................................................................20
2.4.2 Relationship to Frequency of Smart phone Usage........................................................21
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2.4.3 Relationship to Employees Perspective on Smart Phone.............................................22

2.5 Dependent Variable Employees Perceived Work Performance.......................................23
Chapter 3........................................................................................................................................25
3.0 Methodology............................................................................................................................25
3.1 Theoretical Framework........................................................................................................27
3.2 Hypothesis Statement...........................................................................................................27
3.2.1 Individual Characteristic Variables................................................................................28
3.2.2 Employees Perspective on Smart Phone Variables......................................................28
3.2.3 Frequency of Smart Phone Usage Variables.................................................................28
3.3 Research Design...................................................................................................................29
3.3.1 Purpose of Study...........................................................................................................29
3.3.2 Types of Investigation...................................................................................................30
3.3.3 Measurement of Variables.............................................................................................30
3.3.4 Data Collection Method................................................................................................31
3.4 Sampling Design..................................................................................................................32
3.4.1 Sampling Method..........................................................................................................33
3.5 Database Design...................................................................................................................33
3.5.1 Data Analysis Methods..................................................................................................33
Chapter 4........................................................................................................................................37
4.0 Findings and Discussion..........................................................................................................37
4.1 Findings................................................................................................................................37
4.1.1 Summary of the Survey Response.................................................................................37
4.1.2 Demographics Profiles..................................................................................................38
4.1.3 ReliabilityAnalysis........................................................................................................45
4.1.4 Descriptive Statistics for Individual Characteristics.....................................................46
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4.1.5 Descriptive Statistics for Employees Perspective on Smart Phone..............................48

4.1.6 Descriptive Statistics for Frequency of Smart Phone Usage.........................................53
4.1.7 Descriptive Statistics for Employees Perceived Work Performance............................54
4.1.7 Pearson Correlation Analysis........................................................................................56
4.1.7 (a) Correlation Between Individual Characteristics and Employees Perceived Work
Performance............................................................................................................................57
4.1.7 (b) Correlation Between Employees Perspectives on Smart Phone and Employees
Perceived Work Performance.................................................................................................58
4.1.7 (c) Correlation between Frequency of Smart Phone Usage on Smart Phone and
Employees Perceived Work Performance.............................................................................59
4.1.8 Multiple Regression Analysis........................................................................................60
Chapter 5........................................................................................................................................63
5.1 Overview of Chapter............................................................................................................63
5.2 Overview..............................................................................................................................63
5.3 Research Finding..................................................................................................................64
5.3 Implication of Study.............................................................................................................66
5.4 Limitations and Recommendations for Future Study..........................................................66
5.5 Conclusion...........................................................................................................................67
6.0 List of References....................................................................................................................69
6.1 Appendices...............................................................................................................................72

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I. Abstract
With the advancement of technology and lowering material cost, Smart phone has
become more powerful and affordable to the masses. This report investigates the effects of Smart
phone usage in workplace from employees point of view in Opportunity To Succeed (OTS)
Insurance Company at Petaling Jaya. Areas of investigation include gender, age, brands, usage
purposes etc. A survey among OTS employees has been conducted on 100 respondents by
conducting an online survey and distributing forms to the workers.
In summary, a majority of the respondents check their Smart phone often during their
working hours. This is due to the reason that most of them have the permission to use their Smart
phone for work. Despite that, a majority of the respondents decided to be neutral whether the
usage of Smart phone actually increases or decreases general work productivity. Most of the
respondents support the usage of Smart phone for work matters, and also for non-work related
matters during their working hours. However, most of the respondents are neutral about whether
the usage of Smart phone is actually an advantage or disadvantage to the working environment.
Although most of them are being neutral about it, most of the respondents decided that the usage
of Smart phone as a communication tool is necessary, as it is an important tool in their
workplace. The majority of the respondents however view that in their company, the work
productivity was actually decreasing with the usage of Smart phone.

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II. Acknowledgement
We would like to express our deepest appreciation to Dr. Mohd Fauzi Shaffie for guiding
us in the preparation of this report. From the beginning of the class, he gave us plenty of briefing,
and guidance for our report. His sacrifice of time and sincerity in teaching has motivated us to
work zealously.
Furthermore, we would also like to thank the Manager of OTS, Samuel Wong, for his
guidance and constant supervision as well as for providing necessary information regarding our
report. Besides that, we appreciate him for allowing us to visit his company and pass around the
survey questionnaires to the employees.
Moreover, we would like to express our gratitude and thanks to our families and friends
who are there to help us out in giving suggestions and provide us mentally support. With their
guidance and support, we are able to complete our report on time.
Lastly, we would like to thank our teammates which had put in a lot of efforts in
completing this assignment and submitting it on time. We were able to divide our jobs with
everyones consensus and managed to finish our respective tasks successfully. In the process of
completing this assignment, we have also learnt about tolerance. Although our backgrounds
differ and we do not have the same time schedule, we could compromise with one another and
are able to assemble all the divided tasks to finish this report together.

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Chapter 1
1.0 Introduction
1.1 Background of Study
In this era, Malaysian Companies has a growing trend of using smart phones as part of
their business operations. Osman, Sabudin, Osman, and Tan (2014) emphasized that several
companies has begun to utilize smart phone (iPhone, Samsung, Blackberry, HTC) as an essential
tools and platform for internal and external communication in both social and business contexts.
Market research and analysis firms from technology companies recently has revealed that
the smart phone has hit the market at a milestone in 2013 with more than a billion devices
shipped worldwide (Ronnie Teo, 2014). PC Magazine Encyclopedia defined smart phone as a
mobile phone that could perform several functions of a computer, typically having a touch screen
interface, an operating system that capable of running downloaded apps, and Internet access.
According to the current statistic, compared with 54% globally, 76% of Malaysian
Companies report the majority of their employees using smart phone for basic work tasks such as
online documents, checking e-mail, accessing digital media, capturing important documents, and
surfing online web. (Tanu Pandey, 2014) According to the survey, technology researchers have
proven that smart phones have gained a large amount of popularity as a communication tool in
the workplace environment globally (Osman, Sabudin, & Tan, 2014).
In Malaysia, since market and technology trend has gradually increases with the use of
modern technologies and gadgets. Social trends have been on the rise with the large population
of employees using smart phones during working hours. Therefore, companies has formulated a
policy with the Bring Your Own Device (BYOD) which also known as Bring Your Own
Technology (BYOT) This policy basically permit employees to bring their personal owned
mobile devices (Smart phones and tablets) to their workplace.

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The advantage of having personal devices in companies is that, it could be used to access
privileged company information and applications. According to the department of statistics,
Bring you own device (BYOD) is making a significant inroad in the business world, with about
75% of employees in high growth markets. Moreover, 44% in developed markets already using
their own technology at work (Department of Statistics (DOS), 2014)
Popular companies that are applying BYOD concept have successfully proven that smart
phone can help employees to be more productive in their work. Also, it has increases employee
morale, and increases tasks efficiency. With the increased popularity of the smart phone for
personal communication usage in workplace, employees are performing well in their work. The
firm profitability is gradually increasing in time.

1.2 Problem Statement

Currently, employee performance has been a pressing issue in human resource
management. There were various reports pointing to a decline in work performance or
productivity among Malaysian Employees. This incident has been reported in 2012 by Expedias
Vacation Deprivation Survey that the Malaysian Workforce is the fourth most dedicated
workforce (Ronnie Tan, 2012). On separate survey, ACCA Career Centre reported that Malaysia
has the second longest working hours per week at 48 hours a week (ACCA Career Centre, 2011).
However, the arduous length of working hours did not necessarily translate to employee
productivity.
The Malaysia Productivity Corporation reported that the productivity levels were lagging
behind of developed nations, and productivity rates were lower than certain developing countries
in the region like Indonesia and India (Kendrick, 2013). Following the report, experts had
commented that the reason behind such declining productivity levels is because of the low
morale and motivation of employees in the workplace that causes inefficiency of the work
performance. The discouragement of using personal devices in the company disheartened and
halted employees to move on with their work and therefore lowering the productivity. (Kendrick,
2013)

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With the issue on work performance has now come into spotlight, there is a strong need
to conduct a study on employee performance when using smart phone in Malaysian workplace.
In this study, we have identified the influence of motivation, organizational structure, intensity
and job efficiency on the work performance of employees in the OTS Group Company, which is
the largest Life Insurance Agencies in the Financial Industry.

1.3 Research Questions

In the previous section, we discussed about ways to define our topic. There is a difference
between a topic and a question. In the chosen topic, we are asked to seek for relevant and simple
questions to clarify the statement. Finding a question sounds serendipitous, but research
questions need to be shaped and crafted. Therefore, this section will further examine the factors
that will create a good research question.
*(RQ Research Question)
RQ1: How are smart phones used by employees in the workplace?
RQ2: What are the purposes of using smart phones in the workplace?
RQ3: To what extent smart phone are perceived useful and ease of use as a Workplace
Communication tools in companies?
RQ4: What are the positive impacts of formulating Bring Your Own Device (BYOD) policy?
RQ5: Does the presence of an organization culture supporting smart phone devices in
workplace?
RQ6: To what extent do the organization structure and type of information systems installed
account for the variance in the perceived effectiveness of managerial decisions in workplace?
Possible solutions and recommendations will be developed by identifying the problems
and analysing the information derived from the works of other researcher and our surveys data
analysis.

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1.4 Research Objectives

This research investigates the perspective of OTS employees on smart phone usage in the
workplace with relation to work productivity/performance. The objectives of the research are as
follows:
*(RO Research Objectives)
RO1: To investigate how the smart phone affects the job productivity of employees in work
place.
RO2: To explore the purpose of the usage of smart phone among employees in the workplace
RO3: To study the attitude and behavior of employees towards using smart phone in the
workplace.

1.5 Significance of Study

This research study is significant to various individuals and organizations as an
excellence work performance translates to productivity and profitability of an organization. The
findings of this study will provide potential aid to management of an organization, in particular
human resource management, as insights on what could be improved in employee performance.
With a deeper and better understanding on the determinants of employee performance,
the administration of an organization is able to plan better policies and, implement more effective
measures to boost job performance. Besides that, this study is significant in contributing to
literature review on work performance through the deeper investigation of employee
performance using smart phone in the workplace in Malaysian context.
The major significance of the study is that smart phones have entered the workplace a
few years ago. Business world are stimulated by the ease of internet accessibility, affordable
price of smart phones, and the increase amount of popularity of social media. Employers and
employees began to adopt smart phones in the workplace in the recent years.

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Companies have taken the initiative step to develop a good quality of smart phone
networks. Moreover, several Malaysian Companies has formulated and implemented a policy in
order to make the most of smart phones in the workplace. Extensive body of work employees
usage of mobile technologies with the focus on mobile telephony was conducted.
The objective of this study is to examine and observe the attitudes and behaviors of
employees towards the use of smart phone in workplace. The proper way of utilizing
communication device by organizational members with its internal and external environment is
under supervision. This is a pioneer work that could studies the adoption of smart phone as a
communication device in the workplace, particularly in Malaysian Organizations.
Furthermore, the findings of the study will provide useful and essential information about
how smart phones are used for internal and external communication, as well as the purpose of
smart phones usage in the companies. In addition, this study also provides a better understanding
of the attitude and behavior of employees towards the intention and adoption of a new
technology.
This research study is done to analyze the independent variables or factors that can affect
the dependent variable which is the OTS employees perceived work performances. The result
of this study is expected to show the correlation between individual characteristics (age,
gender, marital status etc.), employees perspective on Smart Phone at Workplace
(necessity of smart phone, convenience etc.) and frequency of smart phone use (time/per
day) with the dependent variable.
Other than that, the strength of the relationship will also be measured to determine
whether the relationship is significant or not. As the employees are the backbone of an
organization, it is indeed crucial for organizations to know the reasons and factors of smart
phone use in workplace.

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1.6 Limitations of Study

In this research study, there are several shortcomings in terms of limitations in certain
factors that might affect the results in a whole. It is necessary to bring up mind that the study was
based on organizations that consist of technology products and also sectors that has been adapted
the culture of modern generation of the use of smart phone in workplace. Thus, a certain amount
of care is needed when findings are generalized to industrialization sectors like mobile
technologies sector. There is a limited academic work on organizational usage of mobile
technologies. (Middleton, 2007)
Apart from that, another limitation and shortcoming stemming from the research of this
study is that the datas validity, reliability and accuracy are highly depends on the responses from
the respondents, in which they may not be completely honest with the inputs they have answered
in certain questions. Whereby, respondents did not attempt in skew the survey data. Of course,
the scarcity of literature relevant to this research topic and the response rates to the survey are
noteworthy limitations. The response rates to the surveys were below the 95% confidence level.
Therefore, the results might be slightly inaccurate.

1.7 Scope of Study

In this report, the study covered selected male and female sales personnel in OTS group
at two branches of the company, which is situated at Damansara Uptown and Damansara
Perdana. Throughout the survey process, the respondents were randomly chosen at OTS group
during lunch hour to take part in the questionnaire that we have prepared and apply the result as
our findings.

1.8 Definition of Terms

1.8.1 Employees Perceived Work Performances
Employees Perceived Work Performance is the productivity rate as rated by the
employee themselves. This is opposed to conventional productivity measuring techniques such
as production output, email, services performed etc., commonly used in research in this field. We
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want to analyse and understand the perspective of the employee themselves on the issues of
smart phone in the work place.
It can be considered as an important factor in most of the business organizations. On the
other hand, employee work performances can be explained as a voluntary thought process of an
employee which is thinking on how to use smart phone to make their work done effectively. The
term voluntary is used because the intention of the employee to use their personal devices in
workplace is based on their own self-judgment and self-decision.

1.8.2 Individual Characteristics

Individual characteristic that we collected for this research includes respondents gender,
age, education level, marital status etc.
Analysis of this dataset gives us an insight to the way employees of various individual
characteristics group think and behave. For example, we can study the perspective of Generation
X and Generation Y or, compare the thinking between individuals with various education levels.
1.8.3 Employees Perspective on Smart Phone
Employees Perspective on Smart Phone is a collection of independent variables that
refers to how employee perceives the usage of smart phone in the work place. In our survey, the
collected data can be broadly categorized into:
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)

Necessity of smart phone to conduct their work properly.

Ability to work more efficiently using smart phones.
Perceived productivity increase/decrease
Convenience
How smart phone is use in their work?
Support the use of smart phone in their work for non-work matters.
Perceive smart phone as a distraction.
Relationship to other colleagues.
Support BYOD

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The analysis of this data analysis the various issues of smart phone usage in the work
through the eyes of the employees.
1.8.4 Frequency of smart phone use
The definition of frequency of smart phone use is the number of the times employees
check their smart phone in the workplace. This variable can shows whether the employees are
focusing on their working tasks or they use most of their time in smart phones non-work related
apps. The frequency of smart phone use represents an important element when it is use to
understand the link to other variables.

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Chapter 2
2.0 Literature Review
Smart phone usage in the workplace and how it correlates with employee performance is
the topic being covered in this research. Over the years, mobile phones have been evolving from
basic functionalities to full-fledged mini computers at the palm of our hands and since the mobile
phones were evolving, hence the name smart phone. What makes a smart phone different from
mobile phone will be that, [a] smart phone is a mobile phone that offers more advanced
computing ability and connectivity than a contemporary basic feature phone (Litchfield, 2010).
The journal further explains that a smart phone runs an open (to new apps) operating
system and is permanently connected to the internet (Litchfield, 2010). According to Chen
(2012), the number of smart phone owners by 2016 will be 350 million people and about 200
million of them will bring their smart phones to work. From 2011 to 2012, the number of smart
phone users between the ages of 18 24 years old have increased from 49% to 67%; an increase
of 18% (Smith, 2012). Of course, the question is now, what are the effects of using the smart
phone in the workplace and is it essential or detrimental to the workplace environment. Many
might argue on the negative impacts of using the smart phone in workplace, one of the main
concerns being an addiction to smart phones which then leads to a decrease in productivity.
According to Bozeman (2011), many people treat smart phones like their pets whereby
they name and accessorize their smart phones. Researchers from The University of Waterloo
found that each employee within the private and public sectors of organizations changed the way
they interacted at work due to the distractions of the cell phone by altering their message
contexts, social etiquette, self-impressions, and ways of completing work within a business
(Olivia, 2012).
The researchers from Carnegie Mellon Universitys Human-Computer Interaction Lab
also mentioned that the average office worker gets about 11 minutes in-between each
interruption, but takes about 25 minutes to return to completing the original task after each
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disruption (Olivia, 2012). However, it is also argued that smart phones do have a potential in
especially 3 aspects, namely autonomy, knowledge sharing and relationship in a workplace
(Pitichat, 2013).
Autonomy is when the employees have the freedom to choose whether or not they want
to bring their devices to the workplace. If a company is afraid of using Bring-Your-Own-Device
(BYOD) policy, then it can adopt different policies of other companies whereby they provide
employees with a smart phone of their own to be used safely within the company network.
Knowledge sharing among managers and employees can be streamlined with usage of
technological media to get instant communications among employees. The third aspect of having
smart phone in a workplace is that the employees communication network enhances the peer
relationship and fosters a better working environment (Pitichat, 2013).

2.1 Issues in Smart Phone Usage at Work Place

While smart phone offers tremendous amount of tools (software apps) ranging from
email, virtual private network, scheduling software, business software, social media, games etc.
From business perspective, these tools can be divided into 2 types which are productive apps or
non-productive apps. Productive apps assists employees in their works such as email apps like
Microsoft Outlook which provides smart phone user with convenience of accessing work email
at anywhere with internet access. Meanwhile, non-productive apps are those that do not assist
employees in their works. Common examples of such apps are social media.
From a survey conducted in 2010 at UK, 79 per cent of 1,765 employees have banned
social network sites on their workplace computer. (Martin, 2015) Banning of popular social
network sites such as Facebook and Twitter by employers shows that most organizations
perceive that such social network activities does not help in the business. This ban can be done
on company internet network, but cant be enforced on employees' private smart phone as it is
usually equipped with 3G or 4G technologies that are not restricted by companys network
policy. Thus employee can still access social media through the apps on their smart phone.

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Since it is impractical, to stop employees from bringing their smart phone to work place,
the next most logical things to do, is to harness the power of smart phone apps. The problem
with smart phone in work place is never the smart phone itself. It is the non-business related use
of smart phone such as games and social media that decreases employees productivity. Besides
productivity factors, other important consideration (which is not within this research scope) are
information security and flow.

2.2 UWYT versus BYOD

From this aspect, there are typically two types of business approach, which are UWYT
(Use what you are told) concept and its opposite, BYOD (Bring your own device) concept. In
UWYT concept, organization has tight control over devices to be used in the organizations, while
BYOD allows employees to bring their own devices (e.g. smart phones) to the office. The switch
from UWYT to BYOD concept is made based on social, business, financial and management
reason (Singh, 2012). Figure below illustrates the difference between UWYT and BYOD.

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Figure 1 : Differences between UWYT endpoints and employee BYOD (Singh, 2012)

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2.3 Pros and Cons of BYOD

The most serious threat in the implementation of BYOD is the company data security.
For example, leak of client or product confidential data, that might cost company irreversible
damage in terms of reputation, legal actions and cost. Thus, BYOD implementation must be
accompanied by proper security policy enforcement and employees must be educated in data
theft matters another threat is stolen smart phone. These can be overcome with changing
password, or with IT solutions like remote wiping, locking etc. (Singh, 2012).
The enforcement of this security policy will incur additional cost that must be included in
the ROI calculation for BOYD implementation analysis.
Meanwhile, there are many advantages of BOYD in workplaces. In a survey by iPass of
1,100 mobile workers, it is found that employee who uses mobile devices for both work and
personal issues put in 240 more hours per years than those who do not (Singh, 2012). Work
productivity has increased.
Secondly, maintenance and upkeep of devices are now the responsibilities of the
employee themselves, thus the organization saves maintenance cost, operation cost and servicing
cost. With this, organization can concentrate on strategic decision rather than operation (Singh,
2012).
Thirdly, BYOD at workplace attract top talents because it facilitates flexible working
time. According to Christian Childs, Marketing Director of Dell, BYOD is a business decision
more than an IT decision. By embracing BYOD, the organizations get benefits from having a
more productive and collaborative end user environment, the ability to retain and hire top talent,
for end users, it gives him more flexibility. (Singh, 2012)
65% of MNC (Multi-National Companies) will implement BYOD policies by the end of
year 2012 (Singh, 2012). This clearly shows that BYOD policy is here to stays. And we can
expect more employees around the world carrying smart phone to the office, or even accessing
work documents right at their own home through the use of smart phones.
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To sum this all, the implementation of BYOD is motivated by 4 factors which are:
i)
ii)
iii)
iv)

Social to keep employees happy.

Financial manage operation, servicing cost etc.
Risk Management data security etc.
Business enhanced efficiency, productivity, flexibility, mobility etc.(Singh, 2012)
(Viehland & Yang, 2007).
Opponents of BYOD often cited these factors:

i.)
ii.)

Human communications between staff are less frequent. (Viehland & Yang, 2007)
Business data security and flow presents serious threats. (Singh,2012)
From our discussion so far, we can conclude that both view of UWYT and BYOD has

supporter with valid reasons. But we believe that with the increasing generations of IT tech
savvy and the tremendous benefits brought by smart phones, the BYOD is the policy to go for
the future.
Thus, our research focuses on the impact of smart phone usage in the workplace. To
accomplish this, we conducted a survey of 100 employees at OTS insurance company in
Malaysia. The dependent variables are the perceive work performance, while the independent
variables are employees age, frequency of smart phone usage and employees perspective.
With this investigation, we want to establish the relationship between employees
characteristics, frequency of smart phones usage and employees perspective to the employees
perceived work performance (Research Objectives 1). Also we want to understand the activities,
purposes and behaviour of employees in using smart phone at work place (Research Objectives 2
and 3).

2.4 Independent Variable

2.4.1 Relationship to Individuals Characteristics
Individual characteristics in our work refer to employees:
i)
ii)

Age
Gender
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iii)
iv)

Marital status
Education Levels
Through the dataset from employees age, we can investigate its relationship to work

performance.
Older age employees aged above mid 30 years old did not grow up with wireless
technologies like smart phone and do not have a strong IT background. In a study at Alpha
Company, employees aged from mid-30 to late 40s have trouble adapting to new technology
thus needing more training time (Viehland & Yang, 2007).
Thus, we expected the younger age group which is more tech savvy, to be able to harness
the tools provided by smart phone for work related matters. While, more resistance is expected
from the older age group which have longer adaption time to new technologies.
In terms of genders, men appear to be more prone to using media (smart phone) for nonwork related matters (Aisel.aisnet.org, 2015).
As far as the author knows, there is no research that investigates the relationship between
married/single employees that uses smartphone, to the perceived work performance.

2.4.2 Relationship to Frequency of Smart phone Usage

This dataset represents how many times an employee use the smart phone in 1 day. Here
we try to establish the relationship between the frequencies of smart phone usage to the working
performance.
From a case study at Alpha Company, HR manager reported that the use of wireless
technologies has resulted in less communications between staff, thus reducing human
communications. And for those field employees, they hardly see their colleague or manager
anymore. Thus, frequent use of smart phone to perform business activities gives a more flexible
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business operation mode but at the expense of less human communications (Viehland & Yang,
2007).
An article published in PMC (US National Library of Medicine National Institutes of
Health) said that, cellular phones which include smart phones are known to be detrimental to
cognitive performance. The use increases reaction time, reduces focus, and lowers performance
of task requiring mental concentration and decision making (Gill, Kamath & Gill, 2012).
An estimated 23% of all traffic crashes per year at least 1.3 million crashes per year
involves the use of cellular phone as reported by US National Safety Council (Gill, Kamath &
Gill, 2012). Users have become so engrossed in their smart phone activities that nothing actually
registers in mind.
The frequent use of smart phone rob valuable attention time and distract users from
works that requires deep mental concentration (Gill, Kamath & Gill, 2012), for example in the
field of health care and aviation where slight mistakes can be potentially fatal.

2.4.3 Relationship to Employees Perspective on Smart Phone

From this data set, we analyse how employees at OTS perceive the use of smart phone in
their work. This is important as employees perspective affects job satisfaction.
From business point of view, one of the factors that motivate the implementation of
BYOD by employers are for social reason, which is to keep employees happy (Singh, 2012).
Understanding how employee perceives the usage of smart phone in work place is an important
factor in developing BYOD policy.
Often research done in this area, are from the employers and businesss perspective, such
as pros and cons to BYOD (Singh, 2012), case study in mobile workforce (Viehland & Yang,
2007) etc. Most focus on how to reduce the distraction and security risk brought by the BYOD
implementation (Aisel.aisnet.org, 2015).
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Our survey explores the behaviour and attitude of employee towards the use of smart
phone in the workplace. For example, we ask respondent question like, Does the usage of
smartphone distract me from my actual job at work?
This data can be broadly categorized into:
x)
xi)
xii)
xiii)
xiv)
xv)
xvi)
xvii)
xviii)

2.5

Necessity of smart phone to conduct their work properly.

Ability to work more efficiently using smart phones.
Perceived productivity increase/decrease
Convenience
How smart phone is use in their work?
Support the use of smart phone in their work for non-work matters.
Perceive smart phone as a distraction.
Relationship to other colleagues.
Support BYOD

Dependent

Variable

Employees

Perceived

Work

Performance
Our main investigations are the employees perspective on their own work performance
while allowed to use smart phone during working hours in the office.
In short we investigate the various factors (dependent variable discussed earlier), that
might influence the perceived work performance.
Through statistical analysis on the dependent and independent variable, we will establish
the relationship between them. The result can be used partially to form BYOD/IT policy
development of company.
As far as the author knows, there is no research that directly investigates these factors
from employees point of view.
Research conducted in the past investigates productivity impact by measuring email
activity (Choudhary, 2014).
23 | P a g e

Chapter 3
3.0 Methodology

Figure 2 : Methodology Overview

Figure above shows the overview of the research methodology that we applied. Firstly
the hypothesis statement is formulated. From these hypotheses, the survey questions are carefully
developed. Then the surveys are distributed to employees at OTS Company. Data is collected
back, and then analyzed to extract out important relationship between all the variables. Further
details are given below.
Throughout the research, the method that we apply is the quantitative analysis method.
The main purpose of using this method is to figure out the relationship between the smart phone
usage in workplace and employee performance. There are two major sources: Primary data and
secondary data that our groups have utilized. Also, we utilized Siti Hasmah Digital Library
electronic resources (Electronic Journals, Full-text Databases, and Bibliographic Databases) to
seek for more information regarding the effect of smart phone use in workplace.
24 | P a g e

The background information for this report was obtained mostly from secondary sources
(MMU library, Internet research, online journals and articles). However, the main resources were
obtained from OTS group. This study was based on a questionnaire survey done on 100
employees from OTS Group, Petaling Jaya. Before conducting the survey, the manager was
briefing us on their company cultures and policies. Then, we were given an opportunity to
interview and question the managers. We were allowed to distribute the questionnaires to the
employees personally during lunch hour. At the meantime, we were observing the attitude and
behaviour of the use of Smartphone among the employees. The employees data information was
collected from online survey form by using IPad.
The respondents were required to answer three sections from the questionnaire:
Section A: Demographic 9 questions
Section B: Survey of Smartphone usage in workplace 3 questions
Section C: Smartphone usage in workplace, rating scale 28 questions
The primary data collected from the questionnaire survey form was analyzed by using
statistical analysis. Frequency counts and percentages of the data were shown in the form of
charts and tables. The findings that we obtained were summarized in the later part of the report.

25 | P a g e

Employees perceived
work performance

3.1 Theoretical Framework

Independent Variables

Individual Characteristics.
(Age, gender, marital status
etc.)
Dependent Variable

Employees Perspective on
Smart Phone

Frequency of Smart Phone

Usage

The diagram above shows the theoretical framework between the dependent variable and
the independent variable. The 3 independent variables which are individual characteristics,
employees perspective on smart phone, and frequency of smart phone usage are the variables
that we will be testing in order to establish a relationship between these variables.

3.2 Hypothesis Statement

The hypothesis statement, like the data and respondent, are based on the survey
questionnaire and the theoretical framework of the study. This study utilized mainly quantitative
26 | P a g e

variable. The employees from OTS Group Company will be given a set of questions with
optional answers and a few questions were asking on their opinions and perceptions.
3.2.1 Individual Characteristic Variables
The proposed hypothesis for this study is as below:
H0: There is no significant relationship between Individual Characteristic Variables and
Employees Perceived Work Performance.
H1: There is a significant relationship between Individual Characteristic Variables and
Employees Perceived Work Performance.

3.2.2 Employees Perspective on Smart Phone Variables

The proposed hypothesis for this study is as below:
H0: There is no significant relationship between Employees Perspective on Smart Phone Variable
and Employees Perceived Work Performance.
H1: There is a significant relationship between Employees Perspective on Smart Phone Variable
and Employees Perceived Work Performance.

3.2.3 Frequency of Smart Phone Usage Variables

The proposed hypothesis for this study is as below:
H0: There is no significant relationship between the Frequency of Smart Phone Usage Variables
and Employees Perceived Work Performance.
H1: There is a significant relationship between the Frequency of Smart Phone Usage Variables
and Employees Perceived Work Performance.

27 | P a g e

3.3 Research Design

The questionnaire is essential to proceed with the research. The simplicity and the
language used to create the questions must not be over looked in order to get the best responses
from the potential respondent. A total of a 100 employees from OTS Group Company were
approached to answer this survey. The final questionnaire had 40 questions to measure the
constructs of interest as well as some demographic questions.
Figure 2 shows the overview of our research methods. (Please refer to section 3.0
Methodology)

3.3.1 Purpose of Study

The main purpose of this study is to investigate the relationship between the independent
variables and the dependent variable which is the employees perceived work performance. The
independent variables consist of three factors, namely individual characteristics variable,
employees perspective on smart phone usage variable, and frequency of smart phone usage
variable.
The data collected will be going through through correlation analysis and the findings
would be used to measure the degree of an employees performance to excel in their job scopes.
In this research, we included correlation study in our report. Cavana et al., (2000) proposes that
correlation study is specifically used to identify the relationship between the dependent variables
(employees perceived work performance) and the independent variables, which in the case are
referring to individual characteristics, employees perspective on smart phone usage, and the
frequency of smart phone usage.

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3.3.2 Types of Investigation

The type of investigation used in this research by surveying OTS Group Company. A
survey is a type of system that is used for collecting data and information from employees. The
gathered data and information are then processed to describe, compare, or explain their
knowledge, attitudes, and behaviours. (Sekaran & Bougie, 2013) Cross-sectional studies are
carrying out as the data are collected just once. It will not be collected again for this research in
order to obtain accurate survey result.
3.3.3 Measurement of Variables
In order to figure out the relationship between the independent variables and the
dependent variables, the variables are included in the survey questions. There are 3 sections
which are demographic (individual characteristics variables), employees perspective on smart
phone usage, and frequency of smart phone usage. The items in the questionnaire were adopted
from the instruments used by our cognitive knowledge, we discussed among our group members
and brainstorming to create relevant questionnaires.
Throughout the research, the respondents were requested to rate the items in Section C,
which has 28 questions on five-point Likert scale which ranges from 1 to 4. To measure age
variables, basically are by asking about their age. And the most ranges of age that responded to
the questionnaires are the most frequent of smart phone user in workplace. Example questions
used to measure smart phone usage in workplace are I think that the productivity of the
company is increased with the usage of Smart phone and The usage of Smartphone is
necessary for my job Example questions used for measure frequency of smart phone use in
workplace are I frequently use my Smartphone during work. I think that people are able to get
along better with the frequent use of social media applications
For section A, the demographic information is measured by using nominal scale ordinal.
The respondents were asked to read and indicate their agreement or disagreement with each of
the statement designed in Section B and Section C, using the rating scale of 1 to 5 is shown with
the attitude ratings are as follows:
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All instruments were adopted from the variable literatures and were modified for the
purpose of understanding questionnaire paper among employees who are using smart phones at
workplace.
Table 1 : Rating among employees who are using smart phones at workplace
Condition

Totally

Disagree

Neutral

Agree

Totally Agree

Disagree
Rating

(1~5 )

3.3.4 Data Collection Method

Data collection is a phrase used to define a procedure of formulating and collecting data.
It is also the process of information gathering. It is an essential aspect for any type of research
study. Mainly, data is collected to deliver information concerning a specific subject. There are
several methods that can be used for collecting or obtaining data for statistical analysis. Data
collection methods include interviews, observations, and questionnaires. (Sekaran & Bougies,
2013)
In this research, questionnaire methods are used in drawing the samples. A questionnaire
are used in order to assess age variables, usage of smart phone, frequency of smart phone use,
and employees work performance, which participated in this study. A questionnaire can be
defined as a pre-formulated set of questions to which respondents have to record their answer,
usually with the alternatives that are closely defined with each other. (Sekaran & Bougies, 2013)
In most cases, questionnaires are designed to collect huge numbers of quantitative data,
and are less cost and time consuming when compared to other forms of information gathering
(Sekaran & Bougies, 2013).

30 | P a g e

There are a few ways whereby questionnaires can be distributed to the respondents. For
examples by postage mail, personal administration, or electronically distribution such as e-mail,
or instant messaging etc. (Sekaran & Bougies, 2013) the preference method that we used in our
research project to distribute survey questionnaires are by conducting it electronically, Google
Survey. Besides that, we also administered the questionnaires personally by visiting OTS Group
Company and distribute the questionnaires to OTS employees during lunch hour. We also gain
the opportunity to interview their employees face-to-face. At the meantime, we observe the OTS
employees attitudes and behaviours of using smart phone in the workplace.
However, the priority methods that we prefer to distribute our survey questionnaires are
electronically distribution. This is because it is very inexpensive and is also easy to administer.
Moreover, in order to accomplish this research study, two sources of data are used, which
are primary and secondary data. Primary data will be collected from the questionnaires that are
distributed. Secondary data however will be collected from online journals, other similar
researches and books. Data for this study is collected through structured questionnaires paper.
The questionnaires papers are distributed to individuals who are employees from OTS Group
Company.

3.4 Sampling Design

Random sampling which is based on probability sampling method was used in this
research. A total of 100 randomly selected respondents through managers and employees of OTS
Group Company were asked to participate in answering the questionnaires and a total of 100
questionnaires were retrieved for analysis. The survey samples included only those employees
that are working in the organization. Reason for choosing the respondents as the samples is
because we want to measure the employees work performance in OTS Group Company.

31 | P a g e

3.4.1 Sampling Method

A sample is a subset of population that is selected from a fraction of the total population.
A sample can provide explanation for a population of a specific study. There are several methods
of sampling while conducting this research. Examples of the sampling methods are probability
methods, quota methods, selective methods, convenience methods, and ethnographic methods. In
our research, we mainly apply probability methods because it is the most powerful statistical
analyses to support our results.
In our study, we decide to choose 100 of the employees from the OTS Group Company in
any range of ages. This is because we wanted to determine the age of the employees who prefer
to use smart phone during working hours. The respondents selected through random sampling
technique whereby employees have equal probability of being selected to answer the survey
given. The reason that we choose this sample is because it is more convenient for us to distribute
and collect our surveys due to the fact that one of our group members; parents are working in this
company. The information shared in the survey by our 100 respondents is assured to be reliable.

3.5 Database Design

Database design is the process of producing a detailed data model of a database. This
logical data model contains all the required logical and physical design choices to generate a
design in a data definition language, which can then be used to create a database. In this design,
it could able to help out in our research project by generating the survey questionnaires into
database so that it will be easy for us to interpret the data results.

3.5.1 Data Analysis Methods

Data analysis is a process that researchers use to help summarize the conclusion of the
study. The data that we gathered from our respondents through questionnaire was analyzed using
the computer assisted software, Statistical Software Package for Social Science (SPSS). The
32 | P a g e

results were then summarize into descriptive statistics (mean, frequency), reliability, correlation,
and multiple regression in order to help determine whether does the independent variables
(Individual characteristics variables, employees perspective on smart phone usage, frequency of
smart phone usage) affect the dependent variable (Employees perceived work performance)

Descriptive Statistics
Descriptive statistics gives the frequencies and measures of central tendency for the
analysis. Thus, frequencies of the statistics can be displayed in histograms of several subgroups,
such as gender, ethnic groups, level of occupations and level of educations. It also would be
useful to know how work performance is determined by age variables, usage of smart phone, and
frequency of smart phone by referring to the mean and frequency.
Mean
Mean is a descriptive analysis to calculate the average of the scores. The study of each
instruments mean will help us get a better understanding of the average level of three factors that
influence the work performance of employees. In this study of mean, we will be using our
sample mean to predict the general thought process of the population.
Frequency
Descriptive analysis will be done in order to understand the general demographic profiles
of our respondents. The result will be used to analyze the basic demographic information of our
respondents. This is to help us get a general understanding towards the data that we will be
analyzing. The frequencies and percentage was used for computation in this section.
Multiple Regressions
One of the statistical techniques that are used to analyze the effect of two or more
independent variables on a single dependent variable is known as multiple regression analysis. In
our study, multiple regressions are used to identify effect of the three independent variables
33 | P a g e

towards the dependent variables and also to determine which one the independent variable is the
more dominant factor that have a closer relation with employees work performance.
In our study regarding Factors Influencing Work Performance of OTS employees, we will use
Multiple Regression Analysis whereby:Dependent Variable = (Independent Variables)
Y = + 1X1 + 2X2 + 3X3 + e
Y: Dependent Variable: Employees Work Performance of OTS Group Company
: Constant value of regression
X1: Independent Variable 1: Age variables
X2: Independent Variable 2: Usage of smart phone
X3: Independent Variable 3: Frequency of smart phone use
e: Error term
Correlation
A study of the correlation is done to study the degree of relationship between both the
dependent and independent variables. The small letter r, is normally used as a symbol of
correlation. The correlation between 2 subjects always ranged between -1.00 to +1.00. Two
things can be identified from the result of the correlation test, which is the direction of the
relationship (positive or negative) and its magnitude. The closer the result is to +1.00, the higher
chances that the relationship between the 2 variables is significant. The readings of the strength
of correlation are analyzed using Guilford Rule of Thumb (1973).
Reliability Analysis
A reliability test is done to make sure that the data we collected are consistent, valid and
stable. The reliability analysis approach that we took in this research is the Cronbachs Alpha.
This test is done in order to measure whether all the variables are positively related to each other.
In order to understand what value is acceptable, Nunnally (1978) suggested a rule of thumb
whereby a result above 0.70 is considered as acceptable which a result above 0.80 s considered
strong and reliable.
34 | P a g e

Guilford Rule of Thumbs Interpretation of Strength of Correlation Coefficient:

Table 2 : Guilford Rule of Thumb (1973)
Correlation coefficient (r)

Strength of relationship

< 0.20

Negligible

0.20 0.40

Low

0.41 0.70

Moderate

0.71 0.90

High

> 0.90

Very high

35 | P a g e

Chapter 4
4.0 Findings and Discussion
This chapter will present and discuss the findings of the study. It contains the summary of
responses, demographics profiles of the respondents, reliability analysis, Pearson Correlation and
also Multiple Regression.

4.1 Findings
4.1.1 Summary of the Survey Response
Table 3 : Summary of the Survey Response
Categories

Frequency

Percentage (%)

Responses not received

27

18.61

Usable Questionnaires

123

81.39

0.00

150

100

Unusable Questionnaires
Total Questionnaires Distributed

Table 3 above presents the summary of survey response of our study. 150 questionnaires
were distributed among the chosen respondents. However, due to the unforeseen circumstances,
only 123 responses are collected which is 81.39 % of the questionnaires distributed. Another
18.61 % of our respondents, the amount of 27 employees, did not answer the question. Only an
employee (0.05%) respondent answered the questionnaire in a manner that slightly would affect
our findings. Therefore, we decided to remove the only one respondent from our pool of data as
we had gathered 149 respondents required to get our findings. But, we pick only 100 respondents
that could help us to proceed in our research project.

36 | P a g e

4.1.2 Demographics Profiles

Based on the questionnaires distributed to the respondents, information such as gender,
age, marital status, ethnicity education etc. in organization and education level is collected for the
demographics profiles.
Table 4 : Demographic profile
Mean or % (N)
Items

Percentages (%)

Age (n= 100)

Below 20
20-30
30-40
Above 40
TOTAL
MEAN

1
87
7
5
100
25

1.0
87.0
7.0
5.0
100.0
25.0

Gender (n= 150)

Male
Female
TOTAL
MEAN

66
34
100
50

66.0
34.0
100.0
50.0

Marital Status
Single
Married
TOTAL
MEAN

80
20
100
50

80.0
20.0
100.0
50.0

Ethnicity
Malay
Chinese
Indian
Others
TOTAL
MEAN

29
42
23
6
100
25

29.0
42.0
23.0
6.0
100.0
25.0
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Education (n=150)
High School
University Degree
Masters
Others
TOTAL
MEAN

13
75
5
7
100
25

13.0
75.0
5.0
7.0
100.0
25.0

Number of years working in the organization

LESS than 1
1-2
3-5
6-10
MORE than 10
TOTAL
MEAN

31
29
26
9
5
100
20

31.0
29.0
26.0
9.0
5.0
100.0
20.0

Number of other organizations worked for before

joining this organization
N/A
1
2
3
MORE than 3
TOTAL
MEAN

36
26
23
4
11
100
20

36.0
26.0
23.0
4.0
11.0
100.0
20.0

Job category in the organization *

Top Management
Middle Management
First-level Supervisor
Non-managerial
Others
TOTAL
MEAN

7
24
16
45
8
100
20

7.0
24.0
16.0
45.0
8.0
100.0
20.0

38 | P a g e

Working Hours
Normal office hours
Permanent night
Flexible
Shift Rotation
TOTAL
MEAN

68
0
22
10
100
25

68.0
0.0
22.0
10.0
100.0
25.0

The table 4 above clearly shows the demographic profile in terms of frequency, percentage and
mean of the respondents that took part in our survey. It consist total of 100 respondents in all
category of age, gender, marital status, ethnicity, education, number of years working in the
organization, number of other organizations worked for before joining this organization, job
category in the organization, and respondents working hours. The average of the total scores for
age, ethnicity, education and working hours is 25, while gender and marital status average is 50;
and number of years working in the organization, number of other organizations worked for
before joining this organization, job category in the organization means are 20.

39 | P a g e

Table 5 : Gender Analysis in Smartphone Usage

Gender
Female
Male

Quantity
34
66

Figure 3 : Gender Analysis in Smartphone Usage

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Graph 1 : Gender Analysis in Smartphone Usage

The table, figure, and graph above show that the gender variables affect the
Smartphone usage in the workplace. The pie chart gives the percentages of respondents gender
analysis of male and female that are using smart phones at their workplace. 34 of the respondents
are female employees whereas another 66 of the respondents are male employees. The findings
indicate that the majority of respondents who frequently use smart phones during working hours
are male which is 66% while female are 34%.
Table 6 : Age Analysis in Smartphone Usage
Age
20 30
BELOW 20
OVER 40
30 40
TOTAL

Male
55
0
0
3
58

Number of Respondents
Female
32
1
5
4
42

TOTAL
87
1
5
7
100

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Figure 4: Age Analysis in Smartphone Usage

The table and figure above show that the age variables affect the Smartphone usage in
workplace. The histogram on figure 2 shows that most of the respondents who took part in the
survey are between 20-30 years old which is 87 respondents. This fact is born out by the table 1
that consists of 55 male respondents and 32 female respondents respectively. More specifically,
the table 2 and figure 2 are related with table 1 and figure 1 are clearly stands out that male spend
more times on smart phone compare to female.
It is generally true to say that smart phones is a must have device among youth. Likewise,
Smart phone users between the ages of 18 to 24 years old have significantly increased 18% from
49% to 67% from 2011 to 2012 (Smith, 2012). These people are the new generation workforces,
which potentially have Smart phones that always connect their lives to their workplaces.
Companies should think carefully about how to manage Smart Phone issues when they become
ubiquitous (Pitichat, 2013). However, 7 respondents age between 30-40 years old claim that
smart phones is not necessary to use during working hours at their workplace and it is supported
by 5 respondents that age more than 40 years old.

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Table 7 : Respondents Marital Status According to their Ethnicity in Smart phone Usage

Ethni
Marital Status
Single
Married

Number of Respondents
80
20
100

Malay
21
9
30

city
Chinese Indian
33
22
8
2
41
24

Others
4
1
5

Figure 5 : Respondents Marital Status According to their Ethnicity in Smart phone Usage
The table and figure shows the number of respondents from the aspects of marital
status and ethnicity used by the OTS employees. According to table 3 and figure 3, Chinese
respondents find it more easier to communicate through a technology medium rather than faceto-face discussions than male. To sum up, 41 respondents of Chinese ethnic prefer using this
method while Malay and Indian respondents compose of 30 and 24 respondents respectively.

43 | P a g e

While 80 of the employess argue that hand-size device did play a prominent role in their
life, 20 employees that are married did not think that smart phone is necessary, insist that face-toface communication will allow everyone in group or department to discuss more about the ideas
or topic and that is the easiest way to share links among them.
With such devices, it benefit young people who tend to make purchases more often on
non-work related matters. Majority of married respondents disagree with single cluster because
face-to-face communication can bridge the gap between other workers. Besides, it is more
convenient to meet among them face-to-face and is quicker, more accurate and able to give
immediate response when transmitting information.

4.1.3 ReliabilityAnalysis
Table 8 : Reliability Analysis
Variables
Individual Characteristics
Employees Perspective on Smart

N of Items
9
10

Cronbachs Alpha
.930
.708

Phone
Frequency of Smart Phone Usage
Employees perceived work

13
8

.907
.824

performance
Based on the table 8 above, all our variables have gotten a Cronbachs Alpha score of
more than 0.892. This means that our variables are at least acceptable with others being strong
and reliable. The lowest scored variable is employees perspective on smart phone which scored
0.708 is the only variable which is considered acceptable. The other variables which are
individual characteristics, frequency of smart phone usage, employees perceived work
performance are considered strong and reliable.

44 | P a g e

4.1.4 Descriptive Statistics for Individual Characteristics

Table 9 ; Descriptive Statistics for Individual Characteristics
N

Sum

Mean

Std.

Variance

100

134

Deviation
1.34
.476

Employees
Employees

100

216

2.16

.507

.257

Age
Marital

100

120

1.20

.402

.162

Status
Highest

100

306

3.06

.679

.461

Gender

.227

OTS

completed
level of
education
Valid N

100

(listwise)

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Figure 6 : Histogram of Individual Characteristics

Table above shows the descriptive statistics of the 4 individual characteristics age,
gender, marital status and highest completed level of education. Meanwhile the figure above
shows the histogram of the same individual characteristics.
From the figure, male are the predominant respondent, with a mean of 1.34. While, mean
for employees age is 2.16, which show that most respondent are at the age between 20-30 years
old. Low standard deviation of 0.507 signifies those respondents are aged near the mean value.
Meanwhile, most of our respondent are single with mean of 1.20, and the highest completed
level of education are university degree with a mean of 3.06.
The data set collected in this category shows low standard deviation around 0.5, thus the
data are mostly centred on the mean value for each category.

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4.1.5 Descriptive Statistics for Employees Perspective on Smart

Phone
Table 10 : Descriptive Statistics for Employees Perspective on Smart Phone Variables
Descriptive Statistics
N
Minimum
Maximum
I think that smart

Mean

Std.
Deviation
1.452

100

2.35

100

2.48

1.382

100

2.54

1.243

100

2.54

1.431

100

2.60

1.231

100

2.65

1.274

100

2.66

1.320

phone provides easy

access to
information.
A Smart phone helps
to keep me updated
on global issues.
I often use smart
phone for non-work
related matters.
I think that the smart
phone provides an
easier platform to
reach the clients.
I think that smart
phones should be a
necessity for all
employers and
employees in the
future.
I support the use of
smart phone at work
for non-work related
matters.
I think that it is
necessary to use a
smart phone at work.
47 | P a g e

The usage of smart

100

2.67

1.288

100

2.67

1.356

100

2.69

1.269

my smart phone.
I use smart phone to

100

2.69

1.383

capture information
I think that people

100

2.71

1.266

99

2.72

1.270

100

2.73

1.413

100

2.73

1.347

100

2.73

1.270

phone is necessary
for my job.
I communicate with
my colleagues often
via smart phone
applications.
I am able to work
more efficiently with

are able to get along

better with the
frequent use of social
media applications.
I always use my
smart phone to read
articles and watch
videos.
I frequently use my
smart phone during
work.
The use of smart
phone in workplace
makes my life easier
by having easy
access to current
issues of the
company.
I think that the smart
phone is crucial in
enhancing my
48 | P a g e

working process.
The usage of smart

100

2.73

1.213

100

2.76

1.311

98

2.77

1.073

100

2.79

1.094

100

2.80

1.137

100

2.84

1.301

100

2.87

1.308

phone deepens my
relationship between
work colleagues.
I think that
employers and
employees are more
connected to each
other with easier
communication via
smart phones.
I think that
colleagues spend
more time being
distracted by the
usage of smart
phone.
I use my smart phone
for entertainment
purposes.
I think that
colleagues become
addicted by using
smart phone
applications (i.e.
games, social media).
I am able to work
properly without
having a smart phone
by my side.
I use smart phone to
solve clients query
49 | P a g e

and demand.
Using smart phone

100

3.10

1.068

100

3.18

1.201

100

3.24

1.415

makes me
procrastinate during
work.
The usage of smart
phone distracts me
from my actual job at
work.
I play games often on
my smart phone.
Valid N (listwise)

97

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Figure 7 : Histogram showing Selected Employee's Perspective on Smart Phone Usage

Table above shows the descriptive statistics for Employee's Perspective on Smart Phone
Usage Variable, while the histogram is shown only for a selected few (Not all are shown, as most
histogram shows a normal bell curve, meaning neutral stance on the issues being surveyed.)
Highest mean is 3.24 while the lowest mean is 2.35 representing I play games often on
my smartphone and I think that smart phone provides easy access to information respectively.
(High mean value of 5 represents strongly disagree, low mean value of 1 represents strongly
agree, and neutral is represented by 3) This means that most respondent agree that smart phone
provides an easier method to access information. Also, the employees at OTS seldom play smart
phone games during work

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An interesting histogram is on the question that I think that colleagues become addicted
by using smart phone applications (i.e. games, social media), the curve is weighted almost
heavily at neutral stance.
Another important question is the usage of smart phone is necessary for my job which
have a normal curve weighted close to agree. Thus most of the employee not only own smart
phone, but is a necessity to execute their job scope.

4.1.6 Descriptive Statistics for Frequency of Smart Phone Usage

Table 11 : Descriptive Statistics for Frequency of Smart Phone Usage
Descriptive Statistics
N
Minimum Maximum Mean
During your working

100

3.01

Std.
Deviation
1.141

hours, how often would

you use your
smartphone?
Valid N (listwise)

100

Figure 8 : Histogram showing Frequency of Smart Phone Usage

52 | P a g e

A mean of 3.01 represents that most employees use 10-15 times per working day. The
histogram shows that there is a large amount of respondent that use more than 15 times per day.

4.1.7

Descriptive

Statistics

for

Employees

Perceived

Work

Performance
Table 12 : Descriptive Statistics for Employees Perceived Work Performance

N
I am able to work

Descriptive Statistics
Minimum
Maximum

Mean

Std.

100

2.69

Deviation
1.269

100

2.83

1.138

100

2.63

1.169

more efficiently with

my smart phone.
I think that the
productivity of the
company is increased
with the usage of
smart phone.
I feel that my
working life is much
more convenient
since the creation of
smart phone.
Valid N (listwise)

100

53 | P a g e

Table and Histogram above shows the descriptive statistics and histogram of the
Employees Perceived Work Performance.
All 3 questions that specifically ask on productivity have a normal curve weighted to
agreement, which means that most respondent agree that the use of smart phone in work place
increase work productivity, and efficiency.
But high standard deviation above 1, shows that the respondent response are scattered
around all, with some agree and disagree. This shows a mixed response, but generally towards
agreeing that productivity increases with smart phone use at work place.

54 | P a g e

4.1.7 Pearson Correlation Analysis

In order to know the strength and direction of the relationship between the independent
and dependent variables, a Pearson correlation analysis was done. The small letter r, is normally
used as a symbol of correlation. The correlation between 2 subjects always ranged between -1.00
to +1.00. The result of the correlation can be used to tell the direction of the relationship and the
strength of the relationship.
The relationship is most probably significant is the result is closer to +1.00 or -1.00. The
nearer the result is to 0, the higher chances that the relationship is not significant. The
interpretation of the strength of correlation is done according to Guilford Rule of Thumb. It
stated that correlation coefficient that is less than 0.20 has a very low relationship or is
negligible. Correlation coefficient that falls in between 0.20 to 0.40 shows a low relationship
while correlation coefficient that falls in between 0.41 to 0.70 shows a moderate relationship.
Correlation coefficient that falls in between 0.71 to 0.90 shows a high relationship while
correlation coefficient that has a value more than 0.90 shows a very high strength relationship.
Table 13 : Correlation Pearson table, Guilford (1973)s Rule of Thumb

4.1.7

Correlation coefficient (r)

Strength of relationship

< 0.20

Negligible

0.20 0.40

Low

0.41 0.70

Moderate

0.71 0.90

High

> 0.90

Very high

(a)

Correlation

Between

Individual

Characteristics

and

Employees Perceived Work Performance

Correlations

55 | P a g e

Pearson
Individual
Characteristics
Employees

Correlation
Sig. (2-tailed)
N
Pearson

Individual

Employees perceived work

Characteristics
1

performance
-.674**

150
-.674**

0
150
1

Correlation
Sig. (2-tailed)
0
performance
N
150
**Correlation is significant at the 0.01 level (2-tailed)
perceived work

150

Table 14 : Correlation between Individual Characteristics and Employees Perceived Work

Performance

Table above shows the Pearson Correlation analysis between employees perceived work
performance and individual characteristics. The finding shows that the relationship is significant
as r-value = -0.674 and p-value = 0.000 in a 2-tailed test. The r-value of -0.674 indicates
individual characteristics is negatively related with our dependent variable which is perceived
work performance of employee. Given that p-value is less than 0.01, therefore it can consider that
there is a significant correlation between employees perceived work performance and individual
characteristics. In other words, there is a significant negative relationship (r= -0.674, p<0.01)
between employees perceived work performance and individual characteristics. The result shows
that most of the respondents who are living in new generation (generation Y) prefer using smart
phone in workplace. According to Guilford Rule of Thumb table (1973), we can conclude that
there is an inversely moderate relationship between the dependent variable (employees perceived
work performance) and the independent variable (individual characteristics)

4.1.7 (b) Correlation Between Employees Perspectives on Smart

Phone and Employees Perceived Work Performance
Correlations

56 | P a g e

Employees

Employees Perceived

Perspectives on Smart

Work Performance

Phone
1

-.513**

150
.513**

.000
150
1

.000
150

150

Pearson
Employees perspectives Correlation
on smart phone
Sig. (2-tailed)
N
Employees Perceived Pearson
Correlation
Sig. (2-tailed)
N
** Correlation is significant at the 0.01 level (2-tailed)
Work Performance

Table 15 : Correlation between Employees Perspectives on Smart Phone and Employees

Perceived Work Performance
Table above shows the Pearson Correlation analysis between employees perceived work
performance and employees perspectives. The result shows that there is a significant
relationship as r-value = -0.513 and p-value = 0.000 in a 2-tailed test. The r-value of -0.513
indicates employees perspectives are negatively associated perceived work performance of
employee. Given that p-value is less than 0.01, therefore we can consider that there is a
significant correlation between employees perceived work performance and employees
perspectives. In other words, there is a significant negative relationship between employees
perceived work performance and employees perspectives as the r-value = -0.513 and p-value <
0.01. The finding shows that most of the respondents are more likely to use smart phone during
working hours. They think and feel that by using their own personal devices could lead them to
work productivity and thus enhance the work performance. Hence, result can conclude that there
is directly moderate relationship between employees perceived work performance and
employees perspectives according to Guilford Rule of Thumb table (1973).

4.1.7 (c) Correlation between Frequency of Smart Phone Usage on

Smart Phone and Employees Perceived Work Performance
Correlations
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Frequency of smart

Employees

phone usage

Perceived Work
1

Performance
-.681**

Correlation
Sig. (2-tailed)
N
Pearson

150
-.681**

.000
150
1

Correlation
Sig. (2-tailed)
N

.000
150

150

Pearson
Frequency of smart
phone usage

Employees Perceived
Work Performance

**Correlation is significant at the 0.01 level (2-tailed)

Table 16 : Correlation between Frequency of Smart Phone Usage on Smart Phone and
Employees Perceived Work Performance
Table above shows the result of the Pearson Correlation analysis done between
employees perceived work performance and the dependent variable frequency of smart phone
usage. From the table, we can see that the relationship is significant as r-value = -0.681 and pvalue = 0.000 in a 2-tailed test. The r-value of -0.681 indicates employees perceived work
performance is negatively related with frequency of smart phone usage. Given that the p-value is
< 0.01, therefore, we can say that there is a significant correlation between employees perceived
work performance is negatively related with frequency of smart phone usage. (r= -0.681, p<0.01
The result shows that most of the respondents are more likely to use their smart phone in the
workplace. Hence, from the result, we can conclude that there is an inversely moderate
relationship between the dependent variable; employees perceived work performance and the
independent variable, frequency of smart phone usage.
4.1.8 Multiple Regression Analysis

Model
1

Model Summary
R Square
Adjusted R

R
.777

.604

Square
.596

Std. Error of the

Estimate
.69679

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Predictors: (Constant), Individual Characteristics, Employees Perspectives on

Smart Phone, Frequency of Smart Phone Usage

Model

ANOVAa
Sum of Squares
df
Mean Square

108.036
3
36.012
74.172
Regression
Residual
70.886
146
.486
Total
178.921
149
a. Dependent Variable: Employees perceived work performance

Sig.
.000b

b. Predictors: (Constant), Individual Characteristics, Employees Perspectives on

Smart Phone, Frequency of Smart Phone Usage

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Table 17 : Multiple Regression Analysis

Coefficientsa
Model

Unstandardized

(Constant)
- Individual
Characteristics
- Employees

Standardized

Coefficients
Coefficients
B
Std. Error
Beta
4.910
.558
-.483

.102

.484

.121

-.522

.094

Sig.

8.799

.000

.000

4.758
.232 4.007

.000

-.333

Perspectives
on Smart
Phone
- Frequency of
Smart Phone

-.382

.000

5.569

Usage
a. Dependent Variable: Employees perceived work performance

The table above shows the result of multiple regression analysis between dependent
variable (employees perceived work performance) and independent variables (Individual
Characteristics, Employees Perspectives on Smart Phone, Frequency of Smart Phone Usage).
According to the table, it shows the coefficient of determination which is R square is
equal to 0.604. It means that in this study, 60.4% of the total variations in the employees
perceived work performance can be explained by the variations of Individual Characteristics,
Employees Perspectives on Smart Phone, Frequency of Smart Phone Usage. The remaining
39.6% is unexplained variations. The adjusted R square is 0.596 which means that 59.6% of the
total variations in the employees perceived work performance can be explained by the variations
of Individual Characteristics, Employees Perspectives on Smart Phone, Frequency of Smart
60 | P a g e

Phone Usage, taking into consideration the sample size (n=150) and number of independent
variables. There is a remaining of 40.4% variations is unexplained. The F-value is 74.172 in this
analysis.
From the above table, the study show that Beta level of individual characteristics is =
-0.483 at the significant level of 0.000. This indicates that hypothesis 1 is negative correlated and
accepted because the significant level is less than 0.01. The Beta level of employees
perspectives on smart phone is = 0.484 at the significant level of 0.000. This show that
hypothesis 2 is negative correlated and also accepted. The Beta level of frequency of smart
phone usage is = -0.522 at the significant level of 0.000. This also indicates that hypothesis 3 is
negative correlated and accepted.

61 | P a g e

Chapter 5
5.0 Conclusion, Implications and Recommendations
5.1 Overview of Chapter
This chapter will discuss and summarize the findings of this research and comprise a total
of 3 different sections. In this chapter, the findings of this research will be compared with the
hypothesis statement and the literature review. The findings that are used for this discussion will
be the Pearson correlation analysis and also the multiple regression analysis. Next, it will discuss
about some of the future implication that academics and researchers can used by using this
research paper followed by the discussion of limitation of the current study and also
recommendation for future research and lastly a concluding summary of the whole research.
5.2 Overview
The main purpose of this research is to identify the relationship between the usage of
smart phone and the employees performance at workplace. Through this survey, we have found
that, the usage of smart phones and the employees work performances have positive
relationship. Both variables are linked together. The result of the present study shows that, usage
of smart phones at workplace, increase the effectiveness and productivity in the employees
performance.
The survey shows that, the majority of respondents who frequently use smart phones
during working hours are males and they are mostly from age group of 20-30. By this, it clearly
shows that, youngsters need their smart phones during they work. Findings show that 51% of
respondents actually use their smart phones more than 15 times. The employees frequently use
their smart phones to check their emails from upper managers, co-workers.
Employees find that, emails can avoid misunderstood on verbal communication, and they
can refer to the emails whenever they need. In that case, smart phones are playing a big role in
workplace. Besides that, based on our research, we have found in OTS Company, around 87% of
employees are allowed to use smart phones at workplace and 13% of them are not allowed.
62 | P a g e

Hereby, we can declare that organizations also well understand of importance of smart phones at
workplace.
According to our survey, 28% respondents agree that smart phone are necessary at
workplace and 12% respondents are disagreeing. The majority of them agreeing because smart
phone is one of the internal communication tools that connect everyone at workplace and it are
time saving too. Some of them are not agreeing because, they feel employees will over
concentrate on phones compare to work.
Even though majority of the respondents are agreeing that smart phones is important and
necessary at workplace, based on the findings there are employees who still can work without
smart phones at workplace, and they can perform efficiently too. But, there are respondents who
have voted high on employees, use smart phone for non-work related matters. In conclusion,
even though there are two types of opinion which are negative and positive view about using
smart phones at workplace, majority of employees believe that, usage of smart phones at
workplace can bring effectiveness and productivity in their working performance.

5.3 Research Finding

Table 18: Hypothesis tested and result based on Pearson Correlation Analysis
HYPOTHESIS
H1: There is a significant relationship between

RESULT
SUMMARY
Accepted Pearson correlation analysis

Individual Characteristics and Employees

Perceived Work Performance
H2: There is a significant relationship between

shows that there is a significant

Accepted

Employees Perspective on Smart Phone and

Employees Perceived Work Performance
H3: There is a significant relationship between

relationship between them.

Pearson correlation analysis
shows that there is a significant

Accepted

relationship between them.

Pearson correlation analysis

Frequency of Smart Phone Usage

shows that there is a significant

and Employees Perceived Work Performance

relationship between them.

63 | P a g e

From the table above, it is clearly indicated all three hypothesis that we suggested is
accepted when we ran the Pearson correlation analysis. By knowing this information, we know
that an employees individual characteristics (Age, gender, ethnic, education level etc.),
employees perspective on smart phone, and frequency of smart phone usage can directly
influence employees perceived work performance. The result that we had gotten is also
consistent with what we had gathered in our literature review whereby researchers also agree that
these three independent variables (individual characteristics/employees perspective on smart
phone/frequency of smart phone usage) can be used to predict an employees perceived work
performance.
According to a research by Singh (Singh 2012), it stated in their research that individual
characteristics have an influence on employees perceived work performance, be it directly or
indirectly. This is mostly due to the fact that individual characteristics from various age, gender,
marital status, and ethnic which prefer to use smart phone in workplace can affect commitment
and passion towards their work. From our studies, we found out that this variable (Individual
characteristics) is negatively related to employees perceived work performance. In other words,
different demographic background has different perception regarding the use of personal devices
during working hours. Throughout the research, it is proven that generation Y, prefer to use smart
phone as their working tool. Therefore, the hypothesis that we suggested earlier in the paper is
accepted.
The second variable which is employees perspective on smart phone is also tested to be
related with employee perceived work performance. An employees perceived work
performance is negative related to their employees perspective on smart phone in workplace.
This means that if an employees think and feel that by using smart phone in workplace could
lead them to work productivity. Therefore, the employees performance will also gradually
increase. This also indicated that the findings that researchers such as Middleton (2007),
Kendrick (2013) and Masri (2009) proposed are consistent with our findings.
The third variable of frequency of smart phone usage is also tested to have a significant
relationship with employee perceived work performance. Both of them share a negative
64 | P a g e

relationship. According to Viehland & Yang (2007), frequent use of smart phone to perform
business activities gives a more flexible business operation mode but at the expense of less
human communications. Thus, affecting employee perceived work performance.

5.3 Implication of Study

Based on our research, smart phones actually give positive implication on employees
performance. Smart phones connect the co-workers from different departments in an
organization and playing role as a good communication tool. Besides that, smart phones also
make employees life easier in the sense of they can check company instant messages and emails
from time to time. Smart phones also provide updates on global issues. This would be one of the
positive implications of using smart phones. Through using smart phones at workplace,
employees can access to company information easily and this can save time of employees. These
are the implications of using smart phones at workplace.

5.4 Limitations and Recommendations for Future Study

Several limitations are identified and addressed in this section in order to make future
research of this subject matter more objective and accurate. Currently, only 100 responds were
gathered. Although it is acceptable, this is just the bare minimum requirement. The small sample
size will reduce the accuracy of the result and might cause generalization in the findings that we
gathered. In order to get a more accurate and significant findings, we suggest that future
researchers to get more sample size. This is due to the fact that statistical test requires a larger
sample size to ensure that the representative distribution of the population correct and
proportionate.
Furthermore, as our questionnaire is distributed using the online channel, some of the
results may be affected by the understanding of the respondent. When respondents have doubts
or questions regarding the questionnaire, most of them did not contact us for assistance even
though we had left them a way to get to us. Therefore, the respondents might just randomly
answer the questions without going through further thinking. Therefore, we suggest that future
researchers can hand the questionnaires personally to the respondents so that they can help
65 | P a g e

clarify any doubts. Even though this might incur more cost and time, this will definitely increase
the validity and significance of the findings.
Other than that, our current research uses questionnaires to gather the information that is
used for our studies. Therefore, the result is limited only to the items that we ask in the
questionnaire. Our recommendations for future researchers is that they could also use face to
face interview or focus group so that they can get a more detailed and accurate findings.
Based on our finding, although majority of the respondents agreeing that smart phones
brings benefit to their working performance, still people are have voted that, employees using
their smart phones for non-work related matters. To avoid that, here has some recommendation
to avoid this kind of act by employees. Firstly, in an organization, top level of managers must
give brief talk to new candidates or employees on the importance of usage of smart phones at
workplace, so that new employees aware of the organization policy. Secondly, managers from
each department always should keep an eye on employees and make sure they are using their
smart phones for working purpose. If the managers do this, employees will not have the gut to
use their phones for personal use. Thirdly, the organizations must set penalty for those who are
misusing the smart phones. This would be a very useful solution to stop employees use their
smart phones for non-work related purpose.
5.5 Conclusion
This study attempts to find out and examine the factors that influence the employee
perceived work performance of the general workforce in OTS group company. In order to meet
the purposes of this research study, a theoretical framework was developed to analyse the
variables that influence an employee perceived work performance and to test the relationship
between these variables and the dependent variable. The independent variables that this study
aims to examine and investigate are individual characteristics, employees perspective on smart
phone and frequency of smart phone usage.
To examine the theoretical framework that we had set up, a survey was conducted. A
sample size of 100 respondents was taken part and the target respondents of this survey are the

66 | P a g e

people who are current working as employees in the OTS Group Company. In this study, random
sampling method was applied to help us get our respondent.
The findings that we gathered were analysed and the results showed that the independent
variables which are individual characteristics, employees perspective on smart phone and
frequency of smart phone usage are significantly related to employee perceived work
performance. Individual characteristics, employees perspective on smart phone and frequency of
smart phone usage are negatively related to employee perceived work performance.

67 | P a g e

6.0 List of References

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Singh, N. (2012). B.Y.O.D. Genie Is Out Of the Bottle Devil Or Angel. Journal Of
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Viehland, D., & Yang, C. (2007). Bringing the Mobile Workforce to Business: A Case
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as_sdt%3D0%2C5%26q%3Demployee%2Bperspective%2Bsmartphon
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Choudhary, A. (2014). Smartphones and Their Impact on Net Income Per Employee for
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Anderson, J.Q. & Rainie, L. (2010). The future of cloud computing. Pew
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Bakker, A.B., (2011). An evidence-based model of work engagement. Sage Publications,

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Bakker, A.B. & Demerouti, E. (2008). Towards a model of work engagement.

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Bozeman, M. (2011, July 27). Smart phone obsession the latest addiction.
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[11]

Brodkin, J. (2011). Wells fargo says no to personal smart phones and tablets,
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[12]

Carayannis, E. G., & Clark, S. C. (2011). Do Smart phones make for smarter
business? The smart phone CEO study. Journal of the Knowledge Economy, 2(2),
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[13]

Ebelhar, J. (Jun 21, 2009). Mind your BlackBerry or mind your manners. The
New York Times.

[14]

Gagne, M. & Deci, E.L. (2005). Self-determination theory and work motivation.
Journal of Organizational Behavior. 26, 331-362. GoogleMobileAds. (2011)
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[15]

Jackson, T. W., Dawson, R. A. Y., & Wilson, D. (2003). Understanding email

interaction increases organizational productivity. Communications of the ACM,
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Litchfield, S. (2010). Defining the smart phone. Retrieved from

http://www.allaboutsymbian.com/features/item/Defining_the_Smart phone.php

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Miller-Merrell, J. (2012). The workplace engagement economy where HR, social,

mobile, and tech collide. Employment Relations Today. n.d. 1-9.

[18]

Naslund, A. (2010). Social media from the inside out. Communication World,
27(5), 36-39.

[19]

The Economist. (2012, Mar 10). Slaves to the smart phone. The Economist, 402,
80-n/a.

[20]

Torode, C. (2011). The realities of consumerisation: Christina Torode takes a

shop-floor look at Ford's bring-your-own-device programme. Computer Weekly 1
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Smith, A. (2012). 46 % of American adults are smart phone owners phones within,
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Zielinski, D. (2012, February). Bring your own device. HR Magazine, 71-74.

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[23]

Pitichat, T LUX: A Journal of Transdisciplinary Writing and Research from

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Pitichat, Thiraput (2013) "Smart phones in the workplace: Changing

organizational behavior, transforming the future," LUX: A Journal of
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Association For Psychological Science. (2014): How Your Smart phone Can
Affect Your Well-Being. Retrieved February 7,
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[26]

Bittman, Michael. Have Mobile Phones Changed the Way We Work? Strategy
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Goggin, Gerard. Cell Phone Culture: Mobile Technology in Everyday Life. New
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[28] Gross, Jessica. Texting as a miraculous thing: 6 ways our generation is

redefining communication. TED: Ideas Worth Spreading, 22 Apr. 2013. Web. 5
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Devices? An Interactive Study of Wireless Technology Use. Journal of Organizational
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70 | P a g e

6.1 Appendices

Survey on the Usage of Smartphone in

OTS Group
To investigate how the Smartphone affects OTS employees efficiency in
workplace ** We ensure that your personal details are kept private and confidential.
(*) You are required to answer these questions
SECTION A: DEMOGRAPHIC
1. Gender *
o Male
o Female
2. Age *
o
o
o
o

BELOW 20
20-30
30-40
OVER 4

3. Marital Status *
o Single
71 | P a g e

o Married

4. Ethnicity *
o Malay
o Chinese
o Indian
o Others (Please Specify): ___________________
5. Highest completed level of education *
o Elementary School
o High School
o University Degree
o Masters
o Others (Please Specify): _____________________
6. Number of years working in the organization *
o LESS than 1
o 1-2
o 3-5
o 6-10
o MORE than 10
7. Number of other organizations worked for before joining this organization *
o N/A
o 1
o 2
o 3
o MORE than 3
8. Job category in the organization *
o Top Management
o Middle Management
o First-level Supervisor
o Non-managerial
o Others (Please Specify): __________________________
9. Working Hours
o Normal office hours
o Permanent night
o Flexible
72 | P a g e

o Shift Rotation

SECTION B : SURVEY OF SMARTPHONE USAGE IN WORKPLACE

1. What brand of Smartphone are you currently using?
o HTC
o Apple
o Samsung
o Blackberry
o Nokia
o Others (Please Specify): ___________________
2. How often would you use your Smartphone during working hours? *
o
o
o
o

LESS than 5 times

5-10 times
10-15 times
MORE than 15 times

3. Are you allowed to use your Smartphone during working hours? *

o Yes
o No

73 | P a g e

SECTION C : SMARTPHONE USAGE IN WORKPLACE

Strongly
Agree
1

Agree
2

Neutral
3

Disagree
4

Strongly
Disagree
5

74 | P a g e

1. I frequently use my Smartphone during work.

2. I am able to work properly without having a Smartphone by my
side.
3. I am able to work more efficiently with my Smartphone.

4. I think that it is necessary to use a Smartphone at work

5. I think that the productivity of the company is increased with the

usage of Smartphone.
6. I feel that my working life is much more convenient since the
creation of Smartphone.
7. The usage of Smartphone is necessary for my job.

8. I think that the Smartphone provides an easier platform to reach

the clients.
9. I think that Smartphone provides an easier access to information.

10. The use of Smartphone in workplace makes my life easier by

having an easy access of company current issues.
11. I use Smartphone for work information capture.
12. I use Smartphone to solve clients query and demand.

13. I think that the Smartphone is crucial to enhance my working

process.
14. I often use Smartphone for non-work related matters.

15. I use my Smartphone for entertainment purposes.

16. I play games often on my Smartphone.

17. I always use my Smartphone to read articles and watch videos.

18. Smartphone helps to keep me updated on global issues.

19. I support the use of Smartphone at work for non-work related

matters.
20. Using Smartphone makes me procrastinate during work.

21. The usage of Smartphone distracts me from my actual job at

work.
22. I think that other workers spend more time being distracted by
the usage of Smartphone.

23. I think that workers become addicted to using Smartphone

applications (i.e. games, social media).
24. I communicate with my colleagues often via Smartphone
applications.
25. The usage of Smartphone deepens my relationship between
work colleagues.
26. I think that employers and employees are more connected to
each other with easier communication via Smartphone.
27. I think that people are able to get along better with the frequent
use of social media applications.
28. I think that Smartphone should be a necessity for all employers
and employees in the future.

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